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David J. Barnes - One of the best experts on this subject based on the ideXlab platform.
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The Manufacturing Strategy formation process in small and medium‐sized enterprises
Journal of Small Business and Enterprise Development, 2002Co-Authors: David J. BarnesAbstract:Reports findings from an empirical investigation into the process of operations Strategy formation in six small Manufacturing companies in the UK. A two‐stage methodology was used, with three companies being studied in‐depth and three as supplementary cases. The top‐down strategic planning mode, which dominates the Manufacturing Strategy literature, was found to be inadequate as a depiction of Manufacturing Strategy formation in SMEs in practice. Manufacturing Strategy formation was shown to be a complex process involving a combination of deliberate and emergent actions and decisions, influenced by organisational culture, politics and powerful individuals. Emergent actions and decisions within Manufacturing always played a part in Manufacturing Strategy formation. Manufacturing Strategy formation could be more deliberate if greater use was made of business planning and by the identification of a set of explicit objectives for Manufacturing. Manufacturing Strategy formation could be less emergent if political behaviour could be reduced. Other factors that seemed to be influential included the interpretative processes of managers, the role of a corporate parent and the level of management education.
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The complexities of the Manufacturing Strategy formation process in practice
International Journal of Operations & Production Management, 2002Co-Authors: David J. BarnesAbstract:This paper describes case study research undertaken in six small Manufacturing companies aimed at advancing the understanding of the Manufacturing Strategy formation process. Concepts and methods more commonly used in corporate Strategy research are used to overcome the limited view of the Manufacturing Strategy process taken in existing operations management literature. The research concludes that Manufacturing Strategy is formed in a complex process involving a combination of deliberate and emergent actions and decisions. A unique set of internal and external contextual factors influences the Manufacturing Strategy process for each company. In particular, the interpretative processes of managers, individually and collectively, under the influence of individual managerial, cultural and political factors significantly affect the Manufacturing Strategy formation process.
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In search of the source of the stream: the process of formation of Manufacturing Strategy in small and medium‐sized enterprises
Journal of Small Business and Enterprise Development, 2000Co-Authors: David J. BarnesAbstract:This paper reports on research investigating the process of formation of Manufacturing Strategy in six UK Manufacturing small and medium‐sized enterprises (SMEs). Realised Manufacturing Strategy can be considered to be the pattern formed in the stream of actions taken within a firm’s Manufacturing function. The research aims to locate the source of that stream by identifying the causal origins of strategic Manufacturing actions using a Strategy charting method. The findings indicate that, for these companies, realised Manufacturing Strategy is predominantly formed through a bottom‐up emergent process, arising from the preferences of personnel within the Manufacturing function. For most strategic Manufacturing actions, there is no demonstrable link to business Strategy. As such, these firms are not following best‐practice Manufacturing Strategy literature, which advises that Manufacturing Strategy be derived from business Strategy in a top‐down deliberate process. This is the case despite differences in the size, products, customers, ownership structures and histories of the companies. The paper speculates that, in UK SMEs, more widely, Manufacturing Strategy may similarly not arise from the pursuit of business objectives. This may be because the concept of Manufacturing as a potential strategic weapon is absent in the SME community, or because the formalised top‐down deliberate process of developing Manufacturing Strategy associated with this concept is inappropriate in the dynamic environments in which most SMEs operate.
Malin E S Löfving - One of the best experts on this subject based on the ideXlab platform.
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Leadership style, organisational culture and Manufacturing Strategy formulation
2016Co-Authors: Malin E S Löfving, Kristina Säfsten, Mats WinrothAbstract:This study encourages an increased focus on managerial and organisational issues in Manufacturing Strategy formulation. The study investigates the relationship between Manufacturing Strategy formulation, leadership style and organisational culture in small and medium-sized enterprises ( SMEs). Manufacturing Strategy formulation is studied in three cases, and it is found that the formulation is different in each case. Leadership style is more visible than organisational culture in Manufacturing Strategy formulation in the case companies. Due to the small number of employees in SMEs, the top manager’s decisions influence the whole organisation and the organisational culture. The leadership style and organisational culture are closely aligned in SMEs due to the managers and to the centralized decisionmaking.
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USABILITY OF A Manufacturing Strategy FRAMEWORK DEVELOPED FOR SMES
2014Co-Authors: Kristina Säfsten, Mats Winroth, Malin E S LöfvingAbstract:Still, 45 years after Skinner’s (1969) call for Manufacturing strategies, explicit Manufacturing strategies are scarse in Manufacturing industry, especially in SMEs. Together with a number of SMEs, we have developed a Manufacturing Strategy tool, aimed at supporting Manufacturing Strategy formulation. In this paper, the focus is on requirements on a Manufacturing Strategy tool related to the usability in SMEs. Results from evaluation of the tool during development is presented. The resulting tool was considered to be useful to the participating companies, helping them to get over the initial treshold of working with Manufacturing strategies.
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Manufacturing Strategy frameworks suitable for SMEs
Journal of Manufacturing Technology Management, 2014Co-Authors: Malin E S Löfving, Kristina Säfsten, Mats WinrothAbstract:Purpose - The paper aims at increasing the understanding of how Manufacturing Strategy formulation can be facilitated in SMEs. Design/methodology/approach - The research presented in this paper follows a four-stage logic. Initially a literature review was conducted identifying a number of Manufacturing Strategy frameworks. Thereafter, theoretical and practical assessment criteria were established. The SME requirements were identified through five case studies. Based on these assessment criteria, identified Manufacturing Strategy formulation frameworks were evaluated. When a framework was found that fulfilled most of the requirements set out, a detailed analysis of the framework was done, based on criteria related to specific SME characteristics. Findings - In total 15 different Manufacturing Strategy formulation frameworks were identified in the literature. To evaluate the suitability of these frameworks in SMEs, a number of assessment criteria were established, both in theory and in practice. These assessment criteria were grouped into three parts based on their character: procedure, realisation and contextual issues. The assessment of the 15 frameworks revealed that among the identified frameworks there was one framework that stood out and fulfilled several of the criteria. However, the frameworks still need to be adapted to the specific SME characteristics. Practical implications - Based on an assessment of the existing Manufacturing Strategy frameworks we have been able to identify one framework that fulfils 10 out 14 of the theoretical and empirical requirements. Originality/value - Although a number of Manufacturing Strategy frameworks exist, their usability in practice has seldom been investigated. The results presented provide valuable knowledge for the continued work of rendering Manufacturing Strategy frameworks suitable and thereby useful for SMEs.
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Manufacturing Strategy formulation in small and medium-sized enterprises
2014Co-Authors: Malin E S LöfvingAbstract:Small and medium-sized enterprises (SMEs) are the backbone of any national economy and key drivers for economic growth. To sustain their competitiveness, it is essential that SMEs take advantage of their capabilities and support market requirements. This research encourages an increased focus on work with Manufacturing strategies in SMEs. The purpose of this research is to increase our understanding of Manufacturing Strategy formulation in SMEs. To provide SMEs with useful advice on how to work with Manufacturing strategies, this research focuses on internal and external key factors that are considered to be significant for Manufacturing Strategy formulation in SMEs. Manufacturing Strategy formulation was investigated in three case studies in Sweden and two supplementary case studies in Singapore. The results in this research are presented in six papers and are encapsulated and extended in the summarising chapters of the compilation thesis. Internal key factors for Manufacturing Strategy formulation are mainly identified from the literature about larger companies and are categorised in the following ways: procedure (what should be done), alignment (consistency between strategies, Manufacturing strategies and Manufacturing decisions), management (how the formulation is managed) and realisation (how the formulations are executed). The internal key factors seem to be of general value for all kinds of companies, but how the internal key factors are reflected in each individual company’s Manufacturing Strategy formulations may vary due to the characteristics that SMEs exhibit. The internal key factors are synthesised into a model that provides practical guidance for Manufacturing Strategy formulation and aims at facilitating learning in SMEs through a structured way of working. External key factors are addressed in two of the appended papers and the influence of these factors is further analysed in the summarising chapters. The external key factors identified were macro environment, industry, supplier, competitive environment and national culture. Two of these external key factors, competitive environment and national culture, were found to be more influential for Manufacturing Strategy formulation in SMEs.
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The use of a Manufacturing Strategy tool and the role of national culture
2014Co-Authors: Malin E S Löfving, Kristina Säfsten, Mats Winroth, Roland Lim Yan GuanAbstract:This paper presents findings from an empirical study of the use of a Manufacturing Strategy tool in seven companies in Sweden and Singapore. We investigated the influence of national culture when using a Manufacturing Strategy tool. Hofstede’s national cultural dimensions and underlying factors model were applied. The findings show that it is possible to explain differences in the use of Manufacturing Strategy tools when considering national cultural dimensions. It was found that the factors of power distance, long-term orientation, and masculinity influence participation and decision-making when using a Manufacturing Strategy tool.
Mats Winroth - One of the best experts on this subject based on the ideXlab platform.
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Leadership style, organisational culture and Manufacturing Strategy formulation
2016Co-Authors: Malin E S Löfving, Kristina Säfsten, Mats WinrothAbstract:This study encourages an increased focus on managerial and organisational issues in Manufacturing Strategy formulation. The study investigates the relationship between Manufacturing Strategy formulation, leadership style and organisational culture in small and medium-sized enterprises ( SMEs). Manufacturing Strategy formulation is studied in three cases, and it is found that the formulation is different in each case. Leadership style is more visible than organisational culture in Manufacturing Strategy formulation in the case companies. Due to the small number of employees in SMEs, the top manager’s decisions influence the whole organisation and the organisational culture. The leadership style and organisational culture are closely aligned in SMEs due to the managers and to the centralized decisionmaking.
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USABILITY OF A Manufacturing Strategy FRAMEWORK DEVELOPED FOR SMES
2014Co-Authors: Kristina Säfsten, Mats Winroth, Malin E S LöfvingAbstract:Still, 45 years after Skinner’s (1969) call for Manufacturing strategies, explicit Manufacturing strategies are scarse in Manufacturing industry, especially in SMEs. Together with a number of SMEs, we have developed a Manufacturing Strategy tool, aimed at supporting Manufacturing Strategy formulation. In this paper, the focus is on requirements on a Manufacturing Strategy tool related to the usability in SMEs. Results from evaluation of the tool during development is presented. The resulting tool was considered to be useful to the participating companies, helping them to get over the initial treshold of working with Manufacturing strategies.
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Manufacturing Strategy frameworks suitable for SMEs
Journal of Manufacturing Technology Management, 2014Co-Authors: Malin E S Löfving, Kristina Säfsten, Mats WinrothAbstract:Purpose - The paper aims at increasing the understanding of how Manufacturing Strategy formulation can be facilitated in SMEs. Design/methodology/approach - The research presented in this paper follows a four-stage logic. Initially a literature review was conducted identifying a number of Manufacturing Strategy frameworks. Thereafter, theoretical and practical assessment criteria were established. The SME requirements were identified through five case studies. Based on these assessment criteria, identified Manufacturing Strategy formulation frameworks were evaluated. When a framework was found that fulfilled most of the requirements set out, a detailed analysis of the framework was done, based on criteria related to specific SME characteristics. Findings - In total 15 different Manufacturing Strategy formulation frameworks were identified in the literature. To evaluate the suitability of these frameworks in SMEs, a number of assessment criteria were established, both in theory and in practice. These assessment criteria were grouped into three parts based on their character: procedure, realisation and contextual issues. The assessment of the 15 frameworks revealed that among the identified frameworks there was one framework that stood out and fulfilled several of the criteria. However, the frameworks still need to be adapted to the specific SME characteristics. Practical implications - Based on an assessment of the existing Manufacturing Strategy frameworks we have been able to identify one framework that fulfils 10 out 14 of the theoretical and empirical requirements. Originality/value - Although a number of Manufacturing Strategy frameworks exist, their usability in practice has seldom been investigated. The results presented provide valuable knowledge for the continued work of rendering Manufacturing Strategy frameworks suitable and thereby useful for SMEs.
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The use of a Manufacturing Strategy tool and the role of national culture
2014Co-Authors: Malin E S Löfving, Kristina Säfsten, Mats Winroth, Roland Lim Yan GuanAbstract:This paper presents findings from an empirical study of the use of a Manufacturing Strategy tool in seven companies in Sweden and Singapore. We investigated the influence of national culture when using a Manufacturing Strategy tool. Hofstede’s national cultural dimensions and underlying factors model were applied. The findings show that it is possible to explain differences in the use of Manufacturing Strategy tools when considering national cultural dimensions. It was found that the factors of power distance, long-term orientation, and masculinity influence participation and decision-making when using a Manufacturing Strategy tool.
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The role of contextual factors for Manufacturing Strategy formulation in SMEs
2013Co-Authors: Malin E S Löfving, Kristina Säfsten, Mats WinrothAbstract:This paper presents an empirical study of the formulation of Manufacturing strategies in three small and medium-sized Manufacturing enterprises. The study investigated the relationship between Manufacturing Strategy formulation and contextual factors. The investigated factors included competitors, markets, suppliers, ownership, leadership style, and organisational culture. Competitors and suppliers were closely related to the result of the Manufacturing Strategy formulation, while, ownership, leadership style and organisational culture seemed to be related to the overall formulation and the way the companies did work with Manufacturing Strategy formulation. Market conditions might be the initiative to formulate Manufacturing strategies, but seemed not to be influencing that overall Manufacturing Strategy formulation.
Ken Platts - One of the best experts on this subject based on the ideXlab platform.
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Wiley Encyclopedia of Management - Manufacturing Strategy Process
Wiley Encyclopedia of Management, 2015Co-Authors: Ken PlattsAbstract:The process of Manufacturing Strategy formulation is concerned with the way in which organizations determine the objectives of their Manufacturing function, the Manufacturing resources that are required, and the methods of coordination and control of those resources. Keywords: Manufacturing Strategy Process in Detail; Implementing a Manufacturing Strategy Process
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Manufacturing Strategy: a pictorial representation
International Journal of Operations & Production Management, 1998Co-Authors: John Mills, Ken Platts, Andy Neely, Mike GregoryAbstract:This article describes an updateable picture of Manufacturing Strategy content, called a “Strategy chart”. It is based on established Manufacturing and business Strategy theory and is designed for use by managers in a wider Strategy development process. Three cases are used to examine and improve methods for constructing a Strategy chart; to explore the biases inherent in this representation of Strategy; and to assess its utility. Preliminary conclusions are that charts present Manufacturing Strategy content more holistically than normally achieved and can make “Strategy” a more understandable and communicable concept for Manufacturing managers and workforce. The approach also provides useful insight into the development of a firm’s Manufacturing Strategy over time, providing the potential for managers to examine their Strategy process and to learn from the past.
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Evaluating Manufacturing Strategy formulation processess
International Journal of Production Economics, 1996Co-Authors: Ken Platts, John Mills, Andy Neely, Mike Gregory, Ah RichardsAbstract:Abstract Over the years many Manufacturing Strategy formulation processes have been developed and criteria for judging the resulting strategies have been suggested. However, little work has been reported on the criteria against which the formulation processes can be judged. This paper proposes a way of evaluating a Manufacturing Strategy formulation process rather than evaluating the resulting Strategy. The criteria proposed in this paper are developed from the business and Manufacturing Strategy literature and then tested and refined in a case study. Finally preliminary conclusions are described which highlight apparent conflicts between desirable criteria and which suggest potentially important factors to be considered in the design of a Manufacturing Strategy formulation process.
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A framework for the design of Manufacturing Strategy processes
International Journal of Operations & Production Management, 1995Co-Authors: John Mills, Ken Platts, Mike GregoryAbstract:Proposes a framework for considering the factors relevant to the design of Manufacturing Strategy processes. The framework is built from Manufacturing and business Strategy literature through a review which positions popular strategies like Cellular Manufacturing, TQM and JIT within more traditional Manufacturing Strategy frameworks and includes aspects of Strategy that have been rarely mentioned in the Manufacturing Strategy literature. Thus competence, capability, culture and alternative Strategy process modes are incorporated and throughout the review potential influences on the design of the Strategy process are identified. Finally the framework′s ability to assist the design of a Manufacturing Strategy process is tested and the dependence of key process elements like the procedure and tools used are shown to be contingent on, for example, the outputs required from the process and the content areas under development.
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Characteristics of methodologies for Manufacturing Strategy formulation
Computer Integrated Manufacturing Systems, 1994Co-Authors: Ken PlattsAbstract:Abstract Although the need for companies to develop competitive Manufacturing strategies is widely accepted, the processes or methodologies by which such strategies are developed are not well understood. The research described in this article identifies and describes four common characteristics of methodologies used successfully in the formulation of Strategy. The results of this research can be applied by both industrialists and academics. Industrialists thinking of reformulating their Manufacturing Strategy could use the characteristics as a ‘checklist’ to help them in determining the methodology to be used; and academics could use the work as a framework to aid further research into Manufacturing Strategy formulation.
Kristina Säfsten - One of the best experts on this subject based on the ideXlab platform.
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Leadership style, organisational culture and Manufacturing Strategy formulation
2016Co-Authors: Malin E S Löfving, Kristina Säfsten, Mats WinrothAbstract:This study encourages an increased focus on managerial and organisational issues in Manufacturing Strategy formulation. The study investigates the relationship between Manufacturing Strategy formulation, leadership style and organisational culture in small and medium-sized enterprises ( SMEs). Manufacturing Strategy formulation is studied in three cases, and it is found that the formulation is different in each case. Leadership style is more visible than organisational culture in Manufacturing Strategy formulation in the case companies. Due to the small number of employees in SMEs, the top manager’s decisions influence the whole organisation and the organisational culture. The leadership style and organisational culture are closely aligned in SMEs due to the managers and to the centralized decisionmaking.
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USABILITY OF A Manufacturing Strategy FRAMEWORK DEVELOPED FOR SMES
2014Co-Authors: Kristina Säfsten, Mats Winroth, Malin E S LöfvingAbstract:Still, 45 years after Skinner’s (1969) call for Manufacturing strategies, explicit Manufacturing strategies are scarse in Manufacturing industry, especially in SMEs. Together with a number of SMEs, we have developed a Manufacturing Strategy tool, aimed at supporting Manufacturing Strategy formulation. In this paper, the focus is on requirements on a Manufacturing Strategy tool related to the usability in SMEs. Results from evaluation of the tool during development is presented. The resulting tool was considered to be useful to the participating companies, helping them to get over the initial treshold of working with Manufacturing strategies.
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Manufacturing Strategy frameworks suitable for SMEs
Journal of Manufacturing Technology Management, 2014Co-Authors: Malin E S Löfving, Kristina Säfsten, Mats WinrothAbstract:Purpose - The paper aims at increasing the understanding of how Manufacturing Strategy formulation can be facilitated in SMEs. Design/methodology/approach - The research presented in this paper follows a four-stage logic. Initially a literature review was conducted identifying a number of Manufacturing Strategy frameworks. Thereafter, theoretical and practical assessment criteria were established. The SME requirements were identified through five case studies. Based on these assessment criteria, identified Manufacturing Strategy formulation frameworks were evaluated. When a framework was found that fulfilled most of the requirements set out, a detailed analysis of the framework was done, based on criteria related to specific SME characteristics. Findings - In total 15 different Manufacturing Strategy formulation frameworks were identified in the literature. To evaluate the suitability of these frameworks in SMEs, a number of assessment criteria were established, both in theory and in practice. These assessment criteria were grouped into three parts based on their character: procedure, realisation and contextual issues. The assessment of the 15 frameworks revealed that among the identified frameworks there was one framework that stood out and fulfilled several of the criteria. However, the frameworks still need to be adapted to the specific SME characteristics. Practical implications - Based on an assessment of the existing Manufacturing Strategy frameworks we have been able to identify one framework that fulfils 10 out 14 of the theoretical and empirical requirements. Originality/value - Although a number of Manufacturing Strategy frameworks exist, their usability in practice has seldom been investigated. The results presented provide valuable knowledge for the continued work of rendering Manufacturing Strategy frameworks suitable and thereby useful for SMEs.
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The use of a Manufacturing Strategy tool and the role of national culture
2014Co-Authors: Malin E S Löfving, Kristina Säfsten, Mats Winroth, Roland Lim Yan GuanAbstract:This paper presents findings from an empirical study of the use of a Manufacturing Strategy tool in seven companies in Sweden and Singapore. We investigated the influence of national culture when using a Manufacturing Strategy tool. Hofstede’s national cultural dimensions and underlying factors model were applied. The findings show that it is possible to explain differences in the use of Manufacturing Strategy tools when considering national cultural dimensions. It was found that the factors of power distance, long-term orientation, and masculinity influence participation and decision-making when using a Manufacturing Strategy tool.
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The role of contextual factors for Manufacturing Strategy formulation in SMEs
2013Co-Authors: Malin E S Löfving, Kristina Säfsten, Mats WinrothAbstract:This paper presents an empirical study of the formulation of Manufacturing strategies in three small and medium-sized Manufacturing enterprises. The study investigated the relationship between Manufacturing Strategy formulation and contextual factors. The investigated factors included competitors, markets, suppliers, ownership, leadership style, and organisational culture. Competitors and suppliers were closely related to the result of the Manufacturing Strategy formulation, while, ownership, leadership style and organisational culture seemed to be related to the overall formulation and the way the companies did work with Manufacturing Strategy formulation. Market conditions might be the initiative to formulate Manufacturing strategies, but seemed not to be influencing that overall Manufacturing Strategy formulation.